Hari nie.. waktu lunch wa baca buku Project Managemet.. ( emmm nak exam... baru ler terkedek2 nak touch buku kalau tak jgn harap lahhh.. ).. So wa rasa wa macam lembab sikit kat topic nie.. huhhhhhh macam mana otak wa leh lembab.. walhal otak org lain tu cerdik jer wa tengokkk.. huhhhhh..... GERAMMMM....
Figure 5.3 shows the baseline and tracking Gantt chart for a project at the end of period 6. The chart below shows the Baseline Gantt Chart, which indicates the original plan for the project. Additionally, the Tracking Gantt Chart shows the comparison between actual work and the original schedule. In Tracking Gantt Chart, the solid bar below the original schedule bar represents the actual start and finish times for completed activities or any portion of an activity completed (see activities A, B, C, D and E). Let us take an example of activity C. The actual start time for activity C is period 2 and the actual finish time is period 5.
Therefore the actual duration is 3 time units, rather than 4 scheduled time periods. The extended bar chart represents the remaining scheduled duration (see activities D and E) and the remaining expected duration for activities D and E are shown with the hatched bar.
Note that the revised duration can differ from the original schedule as in activities D and E. Either the activity is complete and the actual is known or new information suggests the estimate of time be revised and reflected in the status report.
Even though the schedule updating can be monthly, biweekly or weekly, But the most common frequencies are weekly and biweekly. Waiting too long to update may eliminate the effectiveness of updating, encourage procrastination and tends to be not well documented. Conversely, too short may be costly in terms of time consumption and overhead and reporting costs
Control Chart
Another tool to monitor past project schedule performance and current performance and to estimate future schedule trends is the Control Chart. As you can see in Figure 5.4, the chart is used to plot the difference in scheduled time on the critical path with the actual point on the critical path. If you read Figure 5.4, it shows the project was behind schedule at the early period time or the project (period 2 & 3). The project took a corrective action then, to get back on track (see period 4, 5 and 6). If the trend is constant, the project will come in ahead of schedule.
Control charts also can be used in giving warning of potential problem thus appropriate action can be taken if necessary. In addition, it is also frequently used to monitor (record and communicate) project progress towards milestones, which mark significant project events as major accomplishments.
Schedule slippage of one day is not a main concern for managers. However, one day here and another there soon adds up to large delay problems and it is well known that once work gets behind, it has a tendency to stay behind. Examples of causes of schedule slippage are unreliable time estimates, minor redesign and unavailable resources. Yes, you may use float early in the path, however this action may reduce the flexibility and potential opportunities at the later stage. For these reasons, having frequent monitoring can significantly improve the chances of catching schedule slippage early. Early detection reduces the chance of small delays growing to large ones and thereby increasing opportunities for corrective action to get back on schedule which means better control can be taken.
Hahhhh ..... kalau menda nie wa x paham ngakkk.. baekk wa lunyai kan kepala hotak wa nie... uishhhhhh ( nak salahkan hotak.. padahal diri sendiri yg malas nak baca buku.. ahaksss...)
Tracking Gantt Chart
Therefore the actual duration is 3 time units, rather than 4 scheduled time periods. The extended bar chart represents the remaining scheduled duration (see activities D and E) and the remaining expected duration for activities D and E are shown with the hatched bar.
Note that the revised duration can differ from the original schedule as in activities D and E. Either the activity is complete and the actual is known or new information suggests the estimate of time be revised and reflected in the status report.
Even though the schedule updating can be monthly, biweekly or weekly, But the most common frequencies are weekly and biweekly. Waiting too long to update may eliminate the effectiveness of updating, encourage procrastination and tends to be not well documented. Conversely, too short may be costly in terms of time consumption and overhead and reporting costs
Control Chart
Another tool to monitor past project schedule performance and current performance and to estimate future schedule trends is the Control Chart. As you can see in Figure 5.4, the chart is used to plot the difference in scheduled time on the critical path with the actual point on the critical path. If you read Figure 5.4, it shows the project was behind schedule at the early period time or the project (period 2 & 3). The project took a corrective action then, to get back on track (see period 4, 5 and 6). If the trend is constant, the project will come in ahead of schedule.
Control charts also can be used in giving warning of potential problem thus appropriate action can be taken if necessary. In addition, it is also frequently used to monitor (record and communicate) project progress towards milestones, which mark significant project events as major accomplishments.
Schedule slippage of one day is not a main concern for managers. However, one day here and another there soon adds up to large delay problems and it is well known that once work gets behind, it has a tendency to stay behind. Examples of causes of schedule slippage are unreliable time estimates, minor redesign and unavailable resources. Yes, you may use float early in the path, however this action may reduce the flexibility and potential opportunities at the later stage. For these reasons, having frequent monitoring can significantly improve the chances of catching schedule slippage early. Early detection reduces the chance of small delays growing to large ones and thereby increasing opportunities for corrective action to get back on schedule which means better control can be taken.
Hahhhh ..... kalau menda nie wa x paham ngakkk.. baekk wa lunyai kan kepala hotak wa nie... uishhhhhh ( nak salahkan hotak.. padahal diri sendiri yg malas nak baca buku.. ahaksss...)
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